chapter 7 Flashcards

1
Q

A major trend in international developments includes
A. greater international trade and operations.
B. a growing recognition of an international managerial perspective.
C. a large increase in international investment.
D. all of these.

A

all of these

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2
Q

The reasons that explain why some governments make better use of the inflows from foreign investment and know-how than others include all of the following EXCEPT
A. governmental practices that are business-friendly.
B. local entrepreneurs that can train workers and invest in modern technology.
C. high tariffs and taxes on foreign investors and multinational corporations provide income to improve living conditions.
D. sound management of broader economic factors such as interest rates and inflation.
T

A

high tariffs and taxes on foreign investors and multinational corporations provide income to improve living conditions.

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3
Q

Michael Porter’s framework all of the following factors affect a nation’s competitiveness EXCEPT
A. factor conditions.
B. demand characteristics.
C. related and supported industries.
D. policies that protect the nation’s domestic competitors.
living conditions.

A

policies that protect the nation’s domestic competitors.

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4
Q
Rivalry is intense in nations with conditions of \_\_\_\_\_\_\_\_\_\_ consumer demand, \_\_\_\_\_\_\_\_\_\_ supplier bases, and \_\_\_\_\_\_\_\_\_\_ new entrant potential from related industries. 
A. weak; weak; high
B. strong; strong; low
C. strong; strong; high
D. weak; weak; low
related industries.
A

strong; strong; high

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5
Q

According to Michael Porter, firms that have experienced intense domestic competition are
A. unlikely to have the time or resources to compete abroad.
B. most likely to design strategies aimed primarily at the domestic market.
C. more likely to design strategies and structures that allow them to successfully compete abroad.
D. more likely to demand protection from their governments.

A

more likely to design strategies and structures that allow them to successfully compete abroad.

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6
Q

All of the factors below have made India’s software services industry extremely competitive on a global scale EXCEPT
A. large pool of skilled workers.
B. large network of public and private educational institutions.
C. tax and antitrust legislation that protect the dominant players in the industry.
D. large, growing market and sophisticated customers.

A

tax and antitrust legislation that protect the dominant players in the industry.

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7
Q

All of the following would be viewed as advantages of global diversification EXCEPT
A. fewer social and political risks than domestic operations.
B. a firm not being solely dependent on the domestic market.
C. a firm with large margins at home helping subsidize its operations in other nations.
D. the potential to lower costs of operation even if the primary market is at home.

A

fewer social and political risks than domestic operations.

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8
Q

Optimizing the location of every activity in the value chain can yield all of the following strategic advantages EXCEPT
A. performance enhancement.
B. cost reduction.
C. extending the life cycle of the product of service.
D. risk reduction.

A

extending the life cycle of the product of service.

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9
Q

Microsoft decided to establish a corporate research laboratory in Cambridge, England
A. because England is an ally of the United States.
B. to access the outstanding technical and professional talent available there so that they can attain world-class excellence in selected value-creating activities.
C. because the local language is English.
D. because the company views the United States as a risky place to expand due to the actions of the U.S. Department of Justice.

A

to access the outstanding technical and professional talent available there so that they can attain world-class excellence in selected value-creating activities.

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10
Q

The sale of Boeing’s commercial aircraft and Microsoft’s operating systems in many countries enable these companies to benefit from
A. higher prices in their domestic markets.
B. economies of scale.
C. optimizing the location for many activities in their value chain.
D. reducing their exposure to currency risks.

A

economies of scale.

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11
Q

Many U.S. multinational companies set up maquiladora operations south of the U.S.-Mexico border primarily
A. to sell products into the growing Mexican market.
B. as part of US government-initiated measures to discourage illegal immigration.
C. to take advantage of the lower tax rates in Mexico.
D. to take advantage of the low cost of labor.

A

to take advantage of the low cost of labor.

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12
Q

Appreciation of the U.S. dollar will have the following impact on McDonald’s:
A. lower sales abroad because foreign customers cannot afford McDonalds’ products.
B. more transfer of ingredients from the U.S. to branches abroad to take advantage of the higher dollar.
C. lower profits, because foreign profits will be reduced when measured in dollars.
D. no impact at all.

A

lower profits, because foreign profits will be reduced when measured in dollars.

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13
Q
\_\_\_\_\_\_\_\_\_\_ occurs when a firm decides to utilize other firms to perform value-creating activities that were previously performed in-house. 
A. Offshoring
B. A global strategy
C. Outsourcing
D. A transnational strategy
A

Outsourcing

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14
Q

Which one of the following is one of Theodore Levitt’s assumptions supporting a pure global strategy?
A. Consumers are willing to pay more for specific product features.
B. Customer needs and interests are becoming more dissimilar.
C. If the world markets are treated as heterogeneous, substantial economies of scale are easily achieved.
D. MNCs can compete with aggressive pricing on low cost products that meet the common needs of global consumers.

A

MNCs can compete with aggressive pricing on low cost products that meet the common needs of global consumers.

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15
Q

Pressures to “reduce costs” require that
A. a company should not trade idiosyncratic preferences in product features for higher economic returns.
B. a company must pursue what is economically beneficial to the company including maximizing economies of scale and learning curve effects.
C. the manager should follow a multidomestic strategy to maximize the economic benefits to the company.
D. the company needs to supplement the local foreign economy in a manner specified by the local government.

A

B. a company must pursue what is economically beneficial to the company including maximizing economies of scale and learning curve effects.

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16
Q
Low pressure for local adaptation combined with low pressure for lower costs would suggest what type of strategy? 
A. international
B. global
C. multidomestic
D. transnational
A

A. international

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17
Q
High pressure for local adaptation combined with low pressure for lower costs would suggest what type of international strategy? 
A. Global
B. Multidomestic
C. Transnational
D. Overall cost leadership
A

B. Multidomestic.

18
Q
Software Tech, Inc., a company in the computer software industry, invests heavily in R&D and product design. Thus, most of its value is added 
A. upstream.
B. in its infrastructure.
C. downstream.
D. midstream.
A

A. upstream.

19
Q
Industries in which proportionally more value is added in \_\_\_\_\_\_\_\_\_\_ activities are more likely to benefit from a \_\_\_\_\_\_\_\_\_\_ strategy. 
A. downstream; global
B. upstream; multidomestic
C. upstream; global
D. manufacturing; multidomestic
A

C. upstream; global

20
Q

Which of the following types of international firms are most likely to benefit from a global strategy as opposed to a multidomestic strategy?
A. Firms that compete in industries in which consumer preferences vary substantially in each country.
B. Firms in industries that are expanding very rapidly.
C. Firms in industries that have value added by sales and marketing departments.
D. Firms in industries that have much value added in research and design or manufacturing.

A

Firms in industries that have much value added in research and design or manufacturing.

21
Q

Recent trends that might lead managers of multinational corporations (MNCs) to adopt a more decentralized strategy for their operations would include all of the following EXCEPT
A. customers’ needs, interests, and tastes are becoming increasingly homogenized or similar.
B. consumers around the world are increasingly willing to tradeoff idiosyncratic preferences in product features for lower price.
C. flexible manufacturing trends have allowed a decline in the minimum volume required to reach acceptable levels of production efficiency.
D. fluctuating exchange rates.

A

customers’ needs, interests, and tastes are becoming increasingly homogenized or similar.

22
Q
High pressure for local adaptation combined with low pressure for lower costs would suggest what type of international strategy? 
A. Global
B. Multidomestic
C. Transnational
D. Overall cost leadership
A

B. Multidomestic.

23
Q
Software Tech, Inc., a company in the computer software industry, invests heavily in R&D and product design. Thus, most of its value is added 
A. upstream.
B. in its infrastructure.
C. downstream.
D. midstream.
A

A. upstream.

24
Q
Industries in which proportionally more value is added in \_\_\_\_\_\_\_\_\_\_ activities are more likely to benefit from a \_\_\_\_\_\_\_\_\_\_ strategy. 
A. downstream; global
B. upstream; multidomestic
C. upstream; global
D. manufacturing; multidomestic
A

C. upstream; global

25
Q

Which of the following types of international firms are most likely to benefit from a global strategy as opposed to a multidomestic strategy?
A. Firms that compete in industries in which consumer preferences vary substantially in each country.
B. Firms in industries that are expanding very rapidly.
C. Firms in industries that have value added by sales and marketing departments.
D. Firms in industries that have much value added in research and design or manufacturing.

A

D. Firms in industries that have much value added in research and design or manufacturing

26
Q

Recent trends that might lead managers of multinational corporations (MNCs) to adopt a more decentralized strategy for their operations would include all of the following EXCEPT
A. customers’ needs, interests, and tastes are becoming increasingly homogenized or similar.
B. consumers around the world are increasingly willing to tradeoff idiosyncratic preferences in product features for lower price.
C. flexible manufacturing trends have allowed a decline in the minimum volume required to reach acceptable levels of production efficiency.
D. fluctuating exchange rates.

A

A. customers’ needs, interests, and tastes are becoming increasingly homogenized or similar.

27
Q

Firms following a global strategy strive to offer __________ products and services as well as locate manufacturing, R&D, and marketing activities in __________ locations.

A

D. standardized; few

28
Q

Gillette’s worldwide success with its Sensor razor demonstrates
A. the importance of merging global and multidomestic strategies.
B. the values of establishing joint ventures with several multinational corporations.
C. that a global marketing effort can sometimes be successful.
D. the usefulness of a multidomestic strategy.

A

C. that a global marketing effort can sometimes be successful.

29
Q

As in the case of Siebel Systems (now part of Oracle), elements of a global strategy may facilitate the competitive advantage of differentiation by
A. increased freedom of individual business units to adapt to local tastes.
B. the creation of a worldwide network to achieve consistent service regardless of location.
C. flexibility in applying R&D to meet country-specific needs.
D. tailoring products to meet country-specific needs.

A

B. the creation of a worldwide network to achieve consistent service regardless of location.

30
Q
High pressure for local adaptation combined with high pressure for lower costs would suggest what type of international strategy? 
A. global
B. multidomestic
C. transnational
D. differentiation
A

B. multidomestic

31
Q
Units coordinate their activities with headquarters and with one another, units adapt to special circumstances only they face, and the entire organization draws upon relevant corporate resources. These are all attributes of which type of strategy? 
A. global
B. transnational
C. international
D. multidomestic
A

B. transnational

32
Q

Which of the following is a disadvantage of a transnational strategy?
A. Less ability to realize cost savings through scale economies.
B. Limited ability to adapt to local markets.
C. Unique managerial challenges in fostering knowledge transfer.
D. Single locations may lead to higher tariffs and transportation costs.

A

C. Unique managerial challenges in fostering knowledge transfer.

33
Q

In order to realize the strongest competitive advantage, firms engaged in worldwide competition must
A. require that all of their various business units follow the same strategy regardless of location.
B. ensure that all business units follow a strategy strictly tailored to their respective locations.
C. pursue a strategy that combines the uniformity of a global strategy and the specificity of a multidomestic strategy in order to achieve optimal results.
D. attempt to use the strategy that was most successful in their home country.

A

C. pursue a strategy that combines the uniformity of a global strategy and the specificity of a multidomestic strategy in order to achieve optimal results.

34
Q
According to studies by Rugman and Verbeke, approximately how many of the world's largest 500 firms are global, that is, they have at least 20% of their total revenues each in North America, Asia, and Europe? 
A. 9
B. 59
C. 79
D. 159
A

A. 9

35
Q

Which of the following describes the most typical order of entry into foreign markets?
A. franchising, licensing, exporting, joint venture, and wholly owned subsidiary
B. exporting, licensing, franchising, joint venture, and wholly owned subsidiary
C. licensing, exporting, franchising, joint venture, and wholly owned subsidiary
D. exporting, franchising, licensing, joint venture, and wholly owned subsidiary

A

B. exporting, licensing, franchising, joint venture, and wholly owned subsidiary

36
Q

A domestic corporation considering expanding into international markets for the first time will typically
A. start off by implementing a wholly owned foreign subsidiary so it can maintain standards identical to those at home.
B. consider licensing or franchising its operations.
C. consider implementing a low risk/low control strategy such as exporting.
D. form a joint venture with a reputable foreign producer.

A

C. consider implementing a low risk/low control strategy such as exporting

37
Q
The form of entry strategy into international operations that offers the lowest level of control would be 
A. franchising.
B. licensing.
C. joint venture.
D. exporting.
A

D. exporting.

38
Q
Fees that a multinational receives from a foreign licensee in return for its use of intellectual property (trademark, patent, trade secret, technology) are usually called 
A. transfer prices.
B. dividends.
C. royalties.
D. intra-corporate inflows.
A

C. royalties.

39
Q

) The difference between a franchise and licensing contract is that
A. a franchise contract is more specific and usually longer in duration.
B. a franchise contract must include a foreign government.
C. a licensing contract covers more aspects of operations.
D. a franchise contract involves less control and less risk.

A

A. a franchise contract is more specific and usually longer in duration.

40
Q

__________ entail the creation of a third-party legal entity, whereas __________ do not.
A. Licensing agreements; joint ventures
B. Joint ventures; strategic alliances
C. Strategic alliances; joint ventures
D. Franchising agreements; strategic alliances

A

B. Joint ventures; strategic alliances

41
Q
A \_\_\_\_\_\_\_\_\_\_ is a business in which a multinational company owns 100 percent of the stock. 
A. joint venture
B. strategic alliance
C. wholly owned subsidiary
D. franchising operation
A

C. wholly owned subsidiary

42
Q
\_\_\_\_\_\_\_\_\_\_ are most appropriate where a firm already has the appropriate knowledge and capabilities that it can leverage rather easily through multiple locations in many countries. 
A. Joint ventures
B. Strategic alliances
C. Licensing agreements
D. Wholly owned subsidiaries
A

D. Wholly owned subsidiaries